A Case Analysis Submitted to the Faculty
of the Graduate School of the
AMA Online University
In Partial Fulfillment of the requirement
for the Degree of Master in
Business Administration
PATRICIA NADINE I. RIVERA, MBA STUDENT
Table of Contents
Page
TITLE PAGE................................................................................................................... 1
I. INTRODUCTION/BACKGROUND............................................................................ 3
II. POINT OF VIEW....................................................................................................... 4
III. TIME CONTEXT....................................................................................................... 5
IV. STATEMENT OF THE PROBLEM............................................................................ 5
V. STATEMENT OF THE OBJECTIVES.......................................................................... 6
VI. AREAS OF CONSIDERATION (S.W.O.T)................................................................ 7
VI. ALTERNATIVE COURSES OF ACTION................................................................... 8
VIII. STRATEGY FORMULATION................................................................................. 9
IX. ACTION PLAN/PROGRAMS................................................................................ 11
X. CONCLUSIONS...................................................................................................... 13
XI. ATTACHMENT...................................................................................................... 14
1. INTRODUCTION/BACKGROUND
Operations management is a process that usually plans, controls, and controls the production and
manufacturing processes and the provision of services. Operations management is important in
business organizations because it helps manage, control, and control goods, services, and people
effectively.
Operational management includes all branches and branches as far as possible. OM has uses in
any business, although some may not be obvious. In the health sector, operations management
ensures that the right health services are provided with the right tools at the right time. It also
helps people such as nurses, doctors, surgeons, and other health professionals to provide timely
services. When something disappears, the technical and understanding person knows what to
blame.
To become a successful manufacturing company or manufacturing company, OM is the basic
unit that must be endured first. Take, for example, an oil and gas company, the product is sent to
the tank to make it available to many customers. OM handles product delivery efficiently and
plans and plans what and how to do it. With OM, people achieve more and productivity
increases.
Operations management is widespread regardless of company size or activity.
1. POINT OF VIEW
1. TIME CONTEXT (if any)
1. STATEMENT OF THE PROBLEM
As customer expectations grow and resource supplies diminish, operations management becomes
increasingly important for business success and profitability. Effective and precise business
management brings greater accountability and accuracy, which enables the successful delivery of
goods and services.
Although operations management is very supportive of production facilities, there are still some
challenges that operations managers face daily. The operational management area is challenging
and requires a thorough understanding of business processes so that operational managers can
add value to their customers.
Globalization
Sustainability
Effective Communication
Ethical Conduct
1. STATEMENT OF THE OBJECTIVES
This article provides new insights into the challenging operational management context.
Advances in theory and methodology paved the way for an understanding of the complexities of
operations caused by rapid changes in operations. The author discusses theory and method,
covering a variety of dynamic models and empirical methods that take into account the
interdisciplinary nature of modern operating systems and the complex nonlinear dynamics that
the system will produce.
The author acknowledges the pioneering work of Forrester (1958) and Holt et al. (1960). These
innovators realized the importance of maintaining the main processes in the organization such as
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production and supply chain management of other internal and external organizational functions
such as customers, suppliers, employees, competitors, financial markets, and others.
The author discusses Forrester's insights into the use of management theory and the explanation
of industrial problems. This article highlights relevant developments in systems dynamics and
empirical research in operational management, with an emphasis on enhancing the alignment and
complementarity that can lead to the mutual benefit of new research.
1. AREAS OF CONSIDERATION (S.W.O.T)
The strength of SD is the fact that it recognizes the complexity of the continuous system and
integrates it into a model. This systemic approach is an important step in looking at sustainability
holistically. This holistic view ensures the integration of ecological, social, and economic aspects
as well as interdependence with other systems (for example, the interdependence between
communication and energy systems).
The drawback of this model is that trying to model such a complex system can be a very
challenging task. In these systems, defining each component or subsystem can take a long time.
Some of the problems that can arise are data availability, system understanding, and system
uncertainty. One of the most important points is understanding the system and all the subsystems
that interact with it. To solve this problem, interdisciplinary teams need to work together to
develop models of this type.
VII. ALTERNATIVE ACTION COURSES
The focus is on identifying the different methods in the elements of the Board of Directors
Attention to a better understanding of the various concepts contained in OM. There is a model
committed to better explaining the complexity of research. Basic requirements for this action
begin with understanding the structural underpinnings of the system. It is mentioned
that the behavioral system is derived from its structure, consisting of feedback loops, stock
and flow, and nonlinearity which arises as a result of the physical; and institutional structures
Systems as shown by the processes and people involved. To break components,
Physical structure refers to the flow of goods, people, material, and monetary information
inherent in the system. The decision-making process is also related to participant behavior
in the system. However, the behavioral component of this model focuses on how people act
to respond to various situations or scenarios used to predict production problems.
Critical situation requirements and values for system operation. The solution
The participant component, especially the decision-maker, and how realistic this is
to have a stable process that identifies not only with emotions and stress factors but also with
those factors
which affects the performance of the actors or employees involved.
Also, the SD model must determine how stable the system is and when
The expected results were unexpected. This approach corrects imbalances
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in the process. This imbalance creates an atmosphere of that imbalance
Change your system. As already mentioned: "If the negative feedback is strong and fast,
The system can be quickly balanced. "Then we just realized it
Situations that may deviate from the goals set. In this context it is balance
The new properties of dynamic systems are not the only assumptions made by anyone.
VIII STRATEGY FORMULATION
The authors begin by introducing the traditional approaches of the pioneering researchers
Forrester and Holt et al. gain an understanding of context based on dynamic modeling. This
paper goes beyond the traditional feedback controls that pioneering researchers offer to address
governance challenges. Using various theories from various scholars to support his claim that
critical and behavioral management models should be considered in addressing emerging
challenges in management, he found that collaboration between these models and system
dynamics is essential for effective operating system modeling required concerning supply chain
management. , project management and personnel, process management, and improvement.
IX. ACTION PLAN / PROGRAM
There are many new theories and models of SD and OM to address the challenges of modern
governance. The bottom line is that the static analysis used previously may have helped figure
out what worked for certain functions such as supply chain management, project and people
management, process management, and improvement. The above principles and methodological
models pay more attention to the theory-based process development that integrates the physical
and institutional structures of the operating system and rules for the behavioral decisions of the
participants in these systems and adopts the system dynamics elements mentioned above.
X. CONCLUSION
The author defines methodological elements of system dynamics, such as B. a representation of
the structural behavior of the system. This requires models that can mimic actual decision-maker
behavior and that decision rules are globally stable so that simulations behave realistically for
past and future conditions and circumstances. Second, SD models have been created to capture
imbalances, particularly the processes decision-makers use to respond to imbalance situations.
Third, SD must recognize the broad model boundaries that allow the distal and delayed effects of
certain decisions to be taken into account. Finally, the SD model was developed and tested using
a solid methodology, including ethnographic work to develop theory, experimental research,
formal econometric estimation of model parameters, and other statistical tests. This is to
effectively capture the interactions between system elements as they exist in the real world and
will therefore produce a model that reflects operational thinking. This study predicts that OM
scientists will expand the constraints of their model to include broader behavioral decisions,
dynamics, and model constraints such as B. The number of decision-makers and organizations
and performance criteria may differ from profit maximization.
XI. ATTACHMENT
https://exeedcollege.com/blog/importance-of-operations-management-in-business-organizations/
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https://blogs.lt.vt.edu/nieves/2015/10/13/strengths-and-weaknesses-of-a-system-dynamicsapproach-for-sustainability-and-resilience/
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